Abstract
Many risky decisions generate either positive externalities (e.g., opening a small business, engaging in research and development, vaccinating) or negative externalities (e.g., smoking, reckless driving, unprotected sex). I develop a new experimental framework for evaluating risk tolerance when risky decisions that generate externalities by modifying the allocation task of Gneezy and Potters (1997). In the ‘risk with externalities’ framework, for each unit increase in a risky allocation, an external cost or benefit is imposed upon a group member. I further vary the magnitude of the external effect to investigate the sensitivity of risk taking to the marginal external effect. Results indicate that risky decisions are driven by a combination of social and non-social factors. When individuals both impose and receive externalities, the preferred level of risk taking is lower if the externality is negative, regardless of the magnitude of the marginal external effect. Risk taking is then further affected by the magnitude of the marginal external effect. For individuals who only impose externalities, behavior is consistent with a disutility from imposing harm (but not a sensitivity to the magnitude of the external effect). For those who only receive externalities, individuals increase (decrease) their risky allocation when they are in a decision environment where they receive external benefits (costs). Additional treatments suggest that results are consistent with decreasing relative risk aversion plus an additional disutility from either imposing or receiving harmful externalities.
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Notes
Of course, individuals may also deviate from this standard of ‘rationality’ by, for example, having time-inconsistent preferences (e.g., Gruber & Köszegi, 2001) or by any number of naturally occurring decision errors (e.g., Dörner & Schaub, 1994). My design abstracts away from these important, but separate, issues. This framework does not include delayed payoffs, asymmetric information, or a complex decision environment in order to clearly identify the social component.
For example, in linear public good environments, individuals tend to invest less in whichever account is risky: decreasing cooperating if the public account is risky and increasing cooperation if the private account is risky (see e.g., Artinger et al., 2012; Cherry et al., 2015; Levati & Morone, 2013; Gangadharan & Nemes, 2009), though not always (Stoddard, 2014). Wengström and Vesely (2017) find that if both accounts are risky it is easier to sustain cooperation. In threshold public goods, uncertainty regarding the return from the public good does not affect cooperation unless there is a possibility of loss (e.g., Kidwai & de Oliveira, 2017; McCarter et al., 2010; van Dijk et al., 1999).
I use the term ‘preference’ loosely here, referring to their revealed preference for a particular level of risk taking and not a parameter of an assumed utility function.
The multipliers include: ± 0.1, ± 0.25, ± 0.4, ± 0.5, ± 0.6, ± 0.75, ± 0.9, ± 1.0, 1.2, 1.5, 2.0, 3.0. The largest negative externality (100 E$) was set such that the subject could lose their entire show-up fee but not lose money out of their pocket.
While this may create a wealth or portfolio effect, these are common to all subjects and should not affect the differences across treatments.
In ARwE-I, 9 subjects always allocate the same amount. There are 8 subjects in ARwE-R and 4 in the NI-R treatment who do the same.
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Acknowledgements
Thanks to Abdul Kidwai, Irene Mussio, Rodolfo Mango, Matthew Denny, Lawrence DeGeest, Anthony Lorencette-Desouza, and Jose Garces Ceballos for assistance with running sessions. Helpful comments from editors and anonymous referees, my CeMENT team and mentors, Cary Deck, Sarah Jacobson, John Spraggon and participants at the Economic Science Association North American Regional Meetings, Southern Economic Association annual meetings, and the Biennial Conference on Social Dilemmas greatly contributed to the quality of the research. Funding was provided by a Faculty Research Grant/Healey Endowment Grant and an Interdisciplinary Scholars Institute ‘Value’ Fellowship at the University of Massachusetts Amherst. All work was approved by the UMass Amherst IRB # 2012-1400.
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de Oliveira, A.C.M. When risky decisions generate externalities. J Risk Uncertain 63, 59–79 (2021). https://doi.org/10.1007/s11166-021-09357-6
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DOI: https://doi.org/10.1007/s11166-021-09357-6